Inspector-General Emergency Management · The Queensland Government, acting through the Office of...

Inspector-General Emergency Management

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uthorisationhe Stakeholder Engagement Framework has been developed by the Office of the Inspector-

eneral Emergency Management in accordance with section 16C of the Disaster Management Act

03.

his document is hereby authorised by the Inspector-General Emergency Management.

his document is developed and maintained by the Inspector-General Emergency Management.

listair Dawson APM

spector-General Emergency Management

ontent

he Queensland Government, acting through the Office of the Inspector-General Emergency

anagement, supports and encourages the dissemination and exchange of publicly funded

formation.

ll Office of the Inspector-General Emergency Management material in this document, any material

otected by a trademark, and unless otherwise noted, is licensed under a Creative Commons

ttribution 4.0 licence – http://creativecommons.org/licenses/by/4.0/legalcode

he Office of the Inspector-General Emergency Management has undertaken reasonable enquiries to

entify material owned by third parties and secure permission for its reproduction. Permission may

ed to be obtained from third parties to re-use their material.

ritten requests relating to the copyright in this document should be addressed to:

tellectual Property Coordinator /O QPS Legal Unit, Legal Division ueensland Police Service PO Box 1440, Brisbane Qld 4001 one: 07 3364 3958 ail: [email protected]

isclaimer

the extent possible under applicable law, the material in this document is supplied as-is and as-available and makes

representations or warranties of any kind whether express, implied, statutory, or otherwise. This includes, without

itation, warranties of title, merchantability, fitness for a particular purpose, non-infringement, absence of latent or other

fects, accuracy, or the presence or absence of errors, whether or not known or discoverable. Where disclaimers of

rranties are not allowed in full or in part, this disclaimer may not apply.

the extent possible under applicable law, neither the Queensland Government or the Office of the Inspector-General

ergency Management will be liable to you on any legal ground (including, without limitation, negligence) or otherwise

r any direct, special, indirect, incidental, consequential, punitive, exemplary, or other losses, costs, expenses, or

mages arising out of the use of the material in this document. Where a limitation of liability is not allowed in full or in

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rt, this limitation may not apply.

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mailto:[email protected]


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ecurity classification OFFICIAL

ate of review of security lassification

20 May 2020

uthority Inspector-General Emergency Management

uthor Office of the Inspector-General Emergency Management

ocument status Draft

ersion V2.0

ersion control

ersion Amendment Endorsement date

.0 Stakeholder Engagement Framework 2014-2018 28/08/2014

.0 Stakeholder Engagement Framework 20/05/2020

formation for usersis document is available for download from the Office of the Inspector-General Emergency

anagement website.

e information contained within this document is designed for use by communities,

sinesses and entities working within Queensland’s disaster management arrangements,

d may not be appropriate in other States and Territories. This document is not designed to

eclude the use of other relevant and industry-specific good practice guidance, standards

d legislation.

ditional considerations may be required dependant on the user’s specific risks, capability

d capacity. For assistance interpreting the use of this document, please contact the Office

the Inspector-General Emergency Management.

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Acknowledgement

The Office of the Inspector-General Emergency Management acknowledges Aboriginal peoples and Torres Strait Islander peoples as the Traditional Owners and Custodians of this Country. The Office recognises and honours their ancient cultures, and their connection to land, sea and community. We pay our respects to them, their cultures, and to their Elders, past, present and emerging.

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Contents Acknowledgement ................................................................................................................. 3

Foreword ............................................................................................................................... 5

Introduction ........................................................................................................................... 6

About the Office .................................................................................................................... 6

Purpose ................................................................................................................................ 6

Scope ................................................................................................................................... 6

The Office’s stakeholders ...................................................................................................... 7

Engagement activities ........................................................................................................... 7

Engagement principles .......................................................................................................... 8

Clear, accurate and timely communication ........................................................................ 8

Accessibility and inclusiveness .......................................................................................... 8

Transparency .................................................................................................................... 9

Measurable ....................................................................................................................... 9

Stakeholder Engagement Spectrum .................................................................................... 10

Review ................................................................................................................................ 11

Supporting documentation .................................................................................................. 11

Stakeholder Engagement Spectrum .................................................................................... 11

Inform .......................................................................................................................... 11

Consult ........................................................................................................................ 11

Involve ......................................................................................................................... 11

Collaborate .................................................................................................................. 11

Empower...................................................................................................................... 11

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Foreword

The Office of the Inspector-General Emergency Management is committed to building on the

strong foundations of Queensland’s disaster management arrangements.

As the most disaster-prone state in the country, it is vital we draw upon the lessons learnt,

experience and expertise of our stakeholders to ensure our disaster management

arrangements remain world-class.

At the heart of Queensland’s disaster management sector is a group of passionate, tight-knit

and committed stakeholders, working across the local, district and state levels, alongside

research, not for profit organisations and the community sectors.

This Framework reaffirms our commitment to ensuring the Office’s engagement activities

complement the work of the sector, while also reducing our burden wherever possible

The Office acknowledges the increasing complexity, changing nature and compounding

effect of disaster events on our sector.

We have renewed our focus on engagement to ensure it is relevant and meaningful to our

stakeholders, and that our activities are proactive, accessible and agile.

The Office will continue to foster a culture of ongoing co-design, collaboration and

cooperation between local, state and federal agencies, and the not for profit sector, to drive

continuous improvement in our sector.

Alistair Dawson APM


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Introduction The Office of the Inspector-General Emergency Management (the Office) believes that

effective and meaningful stakeholder engagement is pivotal to building and maintaining

trusted networks and strong relationships.

Strong stakeholder relationships are the foundation of all engagement activity undertaken by

the Office.

About the Office The role of Inspector-General Emergency Management was first established in 2013

following a review of police and community safety. The role was formalised as a statutory

position in 2014. The functions of the Inspector-General and the Office are prescribed in the

Disaster Management Act 2003.

The Office is responsible for providing the Queensland Government an assurance of public

safety. This is achieved through the establishment and implementation of an assurance

framework, to guide and focus the work of all agencies, across all tiers of Government

towards achieving best practice outcomes for disaster management in Queensland.

Purpose This Stakeholder Engagement Framework (Engagement Framework) provides the context in

which the Office will plan and implement stakeholder engagement for relevant projects,

strategies and decision-making processes.

Aligned with the Advancing Queensland priorities1 to be a responsive government, it sets out

the principles the Office will adhere to when planning and carrying out engagement activities,

so that the views and interests of stakeholders are consistently and meaningfully considered.

It seeks to guide the application of stakeholder engagement by the Office, as a way to seek

stakeholder input into shared concerns; facilitate stakeholder collaboration to find solutions;

and marshalling and incorporating the collective expertise of stakeholders.

The Engagement Framework sets out the:

Scope of the Office’s engagement activities – who will be engaged and the kinds of

operations within the scope of the Office

Foundation principles that will underpin the Office’s engagement activities

Different levels of engagement and the tools the Office will use to engage with

stakeholders, recognising that tools and strategies must be tailored to suit the

decisions, activities and processes the Office is seeking to engage on.

Scope While the Engagement Framework relates closely to the Office’s engagement with the

Queensland disaster management sector, the Office also engages regularly with a range of

1 Queensland Government. 2020. “Our Future State: Advancing Queensland’s Priorities”. Accessed February 17, 2020. https://www.ourfuture.qld.gov.au/

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other stakeholders including research partners, utility providers, not-for-profit organisations

and many more involved in disaster prevention, preparedness, response and recovery.

As advocated in the National Strategy for Disaster Resilience2, the actions required in

socialising/embedding shared responsibility include:

leading change and coordinating efforts

understanding risks

communicating and educating people about risks

partnering with those who effect change

empowering individuals and communities to exercise choice and take responsibility

reducing risks to the built environment; and

supporting capabilities for disaster resilience.

The Office’s stakeholders The Office engages with a diverse range of stakeholders to ensure confidence in

Queensland's disaster management arrangements and drive continuous improvement in

disaster preparedness, planning, response and recovery.

The Office’s stakeholders include:

local, state and federal government and their agencies

emergency services and disaster management agencies

researchers, universities, institutes, research partners, cooperatives and think-tanks

non-government organisations

water, power, utility, communications providers and networks

business community and peak bodies

insurers and insurance companies

general community; and

media.

Engagement activities This Engagement Framework covers a wide range of stakeholder engagement activities,

including:

disaster and emergency management matters, such as

o development, implementation, review and evaluation of the Emergency

Management Assurance Framework (EMAF)

o development of EMAF components, such as, disaster management standards

and assessment methodologies; and

o undertaking reviews and systems analysis.

strategic matters, such as,

o the strategic purpose and objectives of the Office (as part of strategic plan

review processes)

o the assurance and reporting priorities of the Office

2 Commonwealth of Australia. 2011. National Strategy for Disaster Resilience. https://knowledge.aidr.org.au/media/2153/nationalstrategyfordisasterresilience.pdf

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o changes to the Office’s processes and disaster management policies that

have an impact on stakeholders

o disaster management sector capacity building and sector education, research

and outreach activities; and

o strategic partnership arrangements.

Engagement principles The Office has taken a principles-based approach to stakeholder engagement activities. The

principles include: clarity, accuracy and timely communication; accessibility and

inclusiveness, transparency and measurable. Each principle seeks to clarify the purpose of

engagement with stakeholders and guide how that engagement occurs.

Clear, accurate and timely communication Clear, accurate, relevant and timely communication is vital, as is recognising the different

communication needs and preferences of different stakeholders and that effective

communication involves listening and talking.

The Office will:

use language that is appropriate for the target audience

provide plain English summaries of key topics and impacts of decisions

use a range of methods and mediums to communicate with stakeholders, be flexible

in approach, and take steps to identify stakeholders’ communication preferences.

utilise new technology and innovative approaches to engage with stakeholders

provide opportunities for stakeholders to ask questions, seek clarification of

information provided and to contribute to their own experiences and information

enable stakeholders to access relevant and useful information

seek stakeholder views as early as possible

establish clear and realistic timeframes for stakeholder input

maintain engagement throughout the life of the process, activity or program (that is,

from the planning phase to review and closure).

Accessibility and inclusiveness Meaningful engagement means acknowledging and identifying stakeholders who are

potentially affected by, or interested in, the activities, processes or decisions of the Office

and provide them with the information and tools they need to participate and provide

feedback.

The Office will:

as part of the planning for each project, identify the relevant stakeholders that may be

interested in, or affected by, the issue and the most effective way to engage with

these stakeholders. This will include considering which communication channels and

engagement tools may be the most effective

identify and understand the interests and concerns of the relevant stakeholders, and

where appropriate acknowledge that across the range of stakeholders there is likely

to be a diverse range of perceptions, understandings, interests and concerns

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recognise that adequate time and resources are needed by all stakeholders to

effectively engage. This includes:

- taking steps to understand resourcing matters that may impede stakeholders;

ability to participate and considering this as part of a flexible approach.

- where possible, holding meetings at times and locations that are mutually

convenient, and using innovative solutions and platforms to engage.

- coordinating Office stakeholder engagement activities, wherever possible, to

make the most efficient use of stakeholders’ time.

- where possible, allowing as much time as practical for stakeholders to provide

submissions and comment. Where longer consultation periods are not

possible, an explanation with be provided.

where necessary and appropriate, assist stakeholders to engage with the Office – for

example, by holding forums early in the engagement to increase stakeholders’

knowledge and ability to participate.

take meaningful steps to give all stakeholders opportunities to be heard.

Transparency In the interests of integrity and to inspire trust the Office will clearly identify and explain the

engagement process, the role of stakeholders in the engagement process, and

communicate where possible, how input was considered in the project or report.

The Office will:

clearly communicate to stakeholders the purpose of the engagement, including the

objectives, and what level of engagement is being undertaken (under the

Stakeholder Engagement Spectrum, see further details below)

clearly articulate the processes for engagement in the decision, activity or

assessment

clearly communicate the decision-making processes

provide feedback to stakeholders about their input wherever possible, including how

the input was considered and informed or influenced the outcome of the decision or

process. Depending on the nature of the engagement, feedback could range from

verbal feedback to written ‘reasons for decision’ documents

update stakeholders as required or requested in the progress of specific questions

raised through engagement using a range of communication methods.

report openly the input from stakeholders

provide information on any changes to the decision-making process, engagement

process or objective.

Measurable Evaluating engagement activities is a critical element of good engagement as it allows the

Office to understand what is effective and to improve the quality of stakeholder engagement

over time.

The Office will:

as part of the planning for each engagement process, establish measurable criteria

to assess engagement activities and how each principle is applied.

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use a range of methods to evaluate the effectiveness of each engagement activity,

using this information to refine and improve future engagement activities. These may

include:

- measuring quantitative data such as number of participants; number of formal

and informal submissions received; the number of meetings, forums and

workshops held.

- proactively seeking feedback from those who participated in engagement

activities. This can be done in a variety of ways, such as surveys and

interviews, and will allow the Office to determine stakeholder satisfaction with

the engagement, including satisfaction with the:

clarity and timeliness of communication

clarity of the purpose and desired outcome of the engagement

transparency of process and timelines

transparency of how input was considered

level of support provided.

opportunities to participate.

Stakeholder Engagement Spectrum The Office recognises that different levels of stakeholder engagement are appropriate

depending on the objective, outcomes, timeframes, resources and levels of concern or

interest in the project.

The Office has adopted a Stakeholder Engagement Spectrum3 (Spectrum) (see Table 1

attached to this document) to illustrate the increasing levels of engagement that may be

used depending on the project or activity and the different engagement methods that can

accompany each level.

The Spectrum provides a methodology for the Office to determine what level of influence

stakeholders can have over an activity and therefore what level of engagement is

appropriate.

At lower levels, the Office may determine that engagement simply means ensuring

stakeholders are well informed about our projects, processes, and outcomes. At higher

levels, the Spectrum illustrates that for some matters the Office may seek more direct

stakeholder input. The level of engagement used will be determined by the Office’s role and

responsibilities, the issue being considered, and what the Office is trying to achieve.

Given the nature of the role of the Office, it is expected that engagement activities will occur

across the spectrum, with most work concentrating at the levels of ‘involve’ and ‘collaborate’

where engaging at these levels will help achieve objectives.

The table below provides examples of engagement tools that could be used at each level of

the Engagement Spectrum. These engagement tools are not included as an exhaustive list,

3 The IGEM’s Stakeholder Engagement Spectrum is based on: The International Association for Public Participation’s (IAP2). 2018. IAP2 Spectrum of Public Participation. https://iap2.org.au/wp-content/uploads/2020/01/2018_IAP2_Spectrum.pdf; and AccountAbility. 2015. AA1000 Stakeholder Engagement Standard, Accountability.https://www.accountability.org/wp-content/uploads/2016/10/AA1000SES_2015.pdf.

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but as an indication of the kinds of techniques that may be used, depending on the issue

and the objective.

The Office’s project management and planning approach will use this Engagement

Framework to incorporate the appropriate range of steps required for stakeholder

engagement including:

stakeholder identification and analysis for phases of each project.

development of project stakeholder engagement methodologies and tactics required.

Review The Office is committed to continually reviewing and improving the effectiveness of its

engagement with stakeholders. A key element of this evaluation is the review of the Office’s

performance and the effectiveness of this framework document.

Informal monitoring of the effectiveness of the Engagement Framework will be ongoing. In

particular, the evaluation phase at the end of each engagement process will provide

opportunities for the Office’s Executive and staff to consider how the Engagement

Framework is working in practice and suggest changes.

Additionally, in the longer term it will be important to determine whether the Engagement

Framework is operating effectively and meeting the expectations of the Office and

stakeholders.

In this context, this Engagement Framework will be reviewed, updated and refreshed as

necessary. Such reviews will be undertaken in part by seeking the views of stakeholders

about the scope and principles of the Engagement Framework and, importantly, about how

effectively the Office has demonstrated these in its engagement activities.

Supporting documentation A number of key documents are relevant to our interaction with our stakeholders.

The Office of the Inspector-General Emergency Management Strategic Plan

Emergency Management Assurance Framework

Disaster Management Research Framework

Lessons Management Framework


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Stakeholder Engagement Spectrum Inform Consult Involve Collaborate Empower

Characteristics One-way engagement Limited two-way

engagement: the Office

will ask questions,

stakeholders respond

Two-way or multi-way

engagement: learning on

all sides, stakeholders

and IGEM act

independently, IGEM is

decision maker

Two-way or multi-way engagement: joint decision making and actions

Decisions delegated to stakeholders; stakeholders play a role in governance

Stakeholder

participation

goal

To provide balanced and

objective information on

the process, concerns,

proposed solutions and

outcomes.

To obtain stakeholder

input on analysis,

proposed solutions and

outcomes.

To work directly with stakeholders to ensure that sector priorities and concerns are consistently understood and considered.

To partner with stakeholders, including the development of alternatives and the identification of the preferred solution.

To place final decision -making in the hands of the stakeholders / public.

Our promise to

stakeholders

The Office will keep you

informed.

The Office will keep you

informed, listen to and

acknowledge concerns

and provide feedback on

how stakeholder input

influenced the decision.

The Office will work with you so that your concerns can be directly reflected in the alternatives developed and provide feedback on how stakeholder input influenced the decision.

The Office will look to you for advice and innovation in formulating solutions and incorporate your advice into the decisions to the maximum extent possible.

The Office will learn what you decide.

Example of

engagement

tools

Factsheets

Email bulletins and eNewsletters

Social Media

Media releases

Dedicated project web pages on the Office website

Written reports

Corporate documents (annual report, strategic plan and priorities)

Sector analysis and advice

Focus groups

Surveys, including community

Sector meetings

Meetings with selected stakeholders

Webinars and other online forums

Workshops

(e.g. IGEM Strategic Plan Stakeholder Workshop)

Consultative/ advisory panels

IGEM Framework Refresh projects

Research partnerships

Consensus building

Participatory decision making

Advisory committees or groups

Conferences and events

Research Community of Practice

DMO Network

Working Groups


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